Domain #1
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I believe that consistency between words and actions defines great leadership.
I occasionally make an effort to step back from work but don’t always set a clear example.
I value integrity but sometimes prioritize convenience over consistency.
I work on aligning my actions with my stated values and commitments.
My actions and words don’t always align, leading to frequent confusion.
I strive for consistency but sometimes fail to follow through.
Domain #2
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I struggle with emotional regulation and let stress affect my leadership.
I manage emotions well most of the time but occasionally lose control.
I consistently regulate my emotions, staying composed in all situations.
I see emotional control as fundamental to leadership and prioritize it.
I actively work on improving my emotional regulation as a leader.
I value emotional stability but find it difficult under pressure.
Domain #3
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I rarely use data to guide decisions and mostly rely on instinct or experience.
I view using data for decision-making as an essential leadership practice and prioritize clarity before action.
I consistently use relevant data and metrics to inform decisions at all levels.
I believe data matters, but often feel unclear about which metrics are most useful to my role.
I occasionally reference data, but it plays a limited role in my day-to-day decisions.
I value data-informed decision-making and try to stay aware of the insights that drive results.
Domain #4
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I let stress affect my actions and reactions in visible ways.
I try to manage stress well, but I don’t always set the best example.
I regulate my stress effectively and model healthy coping mechanisms.
I know stress management is important but don’t have a defined approach.
I work on improving my stress management techniques.
I believe maintaining composure under stress is a key leadership skill.
Domain #5
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I believe ethical leadership is foundational and strive to create a culture where integrity is visible and non-negotiable.
We rarely discuss or examine the ethical implications of our decisions.
I believe ethics are important, but I’m unsure how well they’re actually practiced across our team.
I value integrity and do my best to lead with fairness, even if we haven’t explicitly defined ethical norms as a team.
We consistently uphold ethical practices and hold each other accountable to shared standards.
We address ethical concerns when they arise, but we don’t have consistent standards or expectations.
Domain #6
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My daily schedule lacks consistency and organization.
I understand the importance of structure and work to maintain it.
I try to maintain structure but sometimes get overwhelmed.
I value structure but often rely on improvisation.
I believe a structured approach is essential for leadership success.
I follow a well-defined routine that enhances my effectiveness.
Domain #7
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I believe team cohesion is critical but don’t have a clear strategy for it.
I value team unity and work to strengthen it when needed.
I prioritize and sustain an environment where collaboration thrives.
I rarely engage with team dynamics and/or don't monitor cohesion regularly.
I recognize factors that unite my team but don’t always reinforce them.
I actively foster unity through shared goals and inclusive leadership.
Domain #8
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I occasionally shape team identity, but it’s not always intentional.
I actively shape and reinforce my team’s identity and shared purpose.
I understand identity matters but haven’t taken ownership of it.
I value a strong team identity and work to reinforce it.
I am highly intentional about crafting and maintaining team identity.
I have no active role in helping my team shape its identity.
Domain #9
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I recognize that delegation builds strong teams and am improving in this area.
I know that letting go is necessary, but I find it difficult in practice.
I empower my team through thoughtful delegation and trust in their capabilities.
I delegate most tasks but sometimes struggle to fully let go.
I delegate occasionally but tend to take back control when things feel uncertain.
I believe great leadership is about trust, and I delegate with confidence.
Domain #10
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I embody the leadership qualities I respect and would follow.
I want to be a strong leader but sometimes doubt my impact.
I take pride in leading in a way I would personally respect.
I aim to align my leadership with my expectations of others.
I sometimes fall short of qualities I’d want in a leader.
I try to model strong leadership but know there’s room for growth.
Domain #11
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I firmly believe that boundaries and openness must coexist for effective leadership.
I consistently balance openness with maintaining leadership authority.
I work on maintaining a healthy balance of openness and professionalism.
I try to maintain professional boundaries but occasionally blur them.
I see boundaries as important but don’t always enforce them.
I either share too much or keep too distant from my team.
Domain #12
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I value long-term thinking but sometimes prioritize short-term gains.
I consistently weigh long-term implications in my decision-making.
I consider long-term consequences but don’t always prioritize them.
I mostly focus on immediate decisions rather than long-term impact.
I always factor long-term outcomes into my leadership decisions.
I work to integrate long-term impact into my leadership.
Domain #13
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I’ve thought about my ideal leadership identity, but I haven’t taken intentional steps toward it.
I believe growth is important, but I’m often unsure of how to define or pursue my leadership goals.
I see closing the gap between my present leadership and future vision as a lifelong commitment, not a box to check.
I’m motivated by the idea of continuous growth and try to stay mindful of how I’m evolving as a leader.
I actively pursue alignment between my current leadership and my long-term vision for who I want to be.
I rarely think about the kind of leader I want to become, and I mostly operate in the day-to-day.
Domain #14
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I value sustainability but haven’t prioritized planning for it.
I think about sustainability but haven’t fully planned for it.
I firmly believe in preparing my team for enduring success.
I have not taken steps to ensure success beyond my tenure.
I actively prepare my team for long-term success beyond my leadership.
I am working on structuring success beyond my leadership.
Domain #15
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I believe in using better tools but haven’t prioritized implementation.
I actively leverage tools and technology to enhance team performance.
I implement useful tools but haven’t optimized them for efficiency.
I use outdated or inefficient tools that slow down productivity.
I strongly advocate for leveraging technology to drive results.
I value technology and work on refining how my team uses it.
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